HOUSING MANAGEMENT FORUM
Meeting: Thursday 13th June, 2013
at 2.00 p.m.
PRESENT:- Councillors Hamilton (Chairman), Barlow, Irwin, Johnston, Murray and
Pointer.
Tenant Representatives:- Mr M. Burton and Mr A. McIntosh.
1 – Death of Former Councillor
The Chairman announced that a former Councillor and Chairman of the
Environmental Health and Housing Committee, Ted Hillman had recently passed
away. The Forum held a minutes silence in memory of Mr Hillman.
2 – Declarations of Interest
Councillor Hamilton declared an other registrable interest in Agenda Item No. 14 –
Barrow and District Credit Union (Minute No. 14) as he was a Cumbria County
Council Member.
Councillor Pointer declared an other registrable interest in Agenda Item No. 14 –
Barrow and District Credit Union (Minute No. 14) as he was a Member of the Credit
Union.
3 – Minutes
The Minutes of the meeting held on 28th February, 2013 were taken as read and
confirmed.
4 – Apologies for Absence/Changes in Membership
Apologies for absence were received from Councillor Williams and from Tenant
Representative, Mr W. Ward.
5 – Appointment of Representatives to Working Groups etc.
The Executive Director reported that at the Annual Council meeting on 14th May,
2013 the allocation of seats in respect of Forums, Panels, Working Groups etc. had
been agreed.
The Housing Management Forum were requested to nominate Members and
Tenant Representatives to the Tenant Compact Working Group and the
Homelessness Funding Working Group for 2013/2014.
Three Member representatives by proportionality indicated in the report and three
Tenant representatives were required for the Tenant Compact Working Group and
two Member representatives by proportionality indicated in the report and two
Tenant representatives were required for the Homelessness Funding Working
Group.
RECOMMENDED:- That the Memberships for 2013/14 be agreed as follows:Tenant Compact Working Group
Council Representatives (2:1) Councillors Barlow, Hamilton and Williams.
Tenant Representatives – Mrs P. Charnley, Mr W. McEwan and Mr A. McIntosh.
Homelessness Funding Working Group
Council Representatives (2:0) Councillors Hamilton and Pointer.
Tenant Representatives – Mrs P. Charnley and Mr A. McIntosh.
6 – Housing Services Delivery Plan 2013/14
The purpose of the Housing Manager’s report was to agree the Housing Service's
Key Tasks for 2013/14 which were attached as an appendix to his report.
These Key Tasks would form the focus of the service’s work during the year and to
achieve the Housing Service’s vision to “Provide well-maintained houses and estates
where people choose to live”.
The Key Tasks table included reference to ‘tasks’ referred to elsewhere on this and
previous HMF agendas but, in doing, so sought to bring them together in one
document.
Members were asked to comment, in particular regarding the areas of service to be
subject to scrutiny by the Tenant Participation Compact Working Party.
RECOMMENDED:- To agree the Key Tasks and Service Delivery Plan for 2013/14
as follows:1.
Establish scrutiny role for Tenant Participation Compact Working Party and
progress the service reviews. Possible options: Anti-Social Behaviour (STAR),
Tenancy Agreement and Tenant’s Handbook;
2.
Consider approach to engaging with under-represented tenants;
3.
Review and update 30-year Business Plan;
4.
Continue to develop approach to mitigate risks of Welfare Reform; and
5.
Review of rents and service charges for supported and furnished tenancies and
dispersed accommodation with particular reference to changes in Housing
Benefit arrangements.
7 – Housing Complaints – ‘Designated Person’
The Housing Manager reported that the Council’s approach to the future handling of
complaints with regard the provision of housing management services needed to be
considered. His report proposed the establishment of a designated Tenant Panel,
based on sample terms of reference as developed by the National Tenant
Organisation.
From April 2013 the Local Government Ombudsman Service had changed. In future
a Housing Ombudsman will take over responsibility for investigating complaints about
the landlord functions of local authorities.
The new arrangements included the proposal to appoint a ‘designated person’ within
the Landlord’s Complaints Procedure. A ‘designated person’ could be an MP, a local
councillor or a designated tenant panel.
The general role of the designated person was to assist in resolving tenant
complaints and issues locally.
Should a complaint be unable to be resolved through the existing landlord’s
complaints procedure, the complainant would have the option to ask the ‘designated
person’ to help resolve the complaint. Should this not be possible, there remained
the option to refer the complaint to the Housing Ombudsman.
Should a tenant not wish to take the option of the ‘designated person’ being involved,
they would have to wait eight weeks before pursuing the option to ask the Housing
Ombudsman to take up the complaint.
In considering the options for appointing a ‘designated person’ the Housing Manager
suggested the most appropriate arrangement would be to establish a Tenant
Complaints Panel (the Panel) for the purpose. A copy of a draft Sample Terms of
Reference developed by the National Tenant Organisation was attached as an
appendix to his report which could be adapted for this Council’s purposes.
Should a complaint not be resolved through the normal Council’s Complaint
Procedure, the tenant would be given the option to have the matter considered by the
Panel.
The most appropriate approach to the Panel would be to have membership that was
not involved in the routine decision-making process of the Tenants’ Forum and
Housing Management Forum. However, due to the small number of tenants involved
in the process, he suggested it would be difficult to recruit individuals that either had
the understanding of the services of the Housing Department and good practice
within the field to sit on the Panel. He suggested therefore in the first instance the
Panel consist of the Chairman of Housing Management Forum and two tenants
nominated by the Tenants’ Forum.
The Housing Manager would report back to the Housing Management Forum
anonymously through the Performance Indicator Report regarding the number of
complaints made and upheld.
RECOMMENDED:1.
To agree the establishment of a Tenants’ Complaints Panel to act as the
‘designated person’ using the terms of reference developed by the National
Tenant Organisation; and
2.
Agree that the membership of the Tenants’ Complaints Panel consists of the
Chairman of the Housing Management Forum and two tenants who represent
tenants on the HMF.
8 – Changes to Tenant Participation Arrangements
The purpose of the Housing Manager’s report was to consider and progress initial
changes to the tenant participation arrangements following the agreement of the
Overview and Scrutiny Committee reviewing the arrangements.
The Housing Service’s approach to tenant participation was contained within the
Community Involvement Strategy 2011-13, which would be reviewed and updated by
the next meeting. The Housing Manager’s report suggested changes that were
necessary with regard to the Tenants’ Forum Constitution and with regard to the
arrangements for the Tenant Participation Compact Working Party as a result of the
Overview and Scrutiny Committee review and subsequent decision of the Executive
Committee on 20th March, 2013.
Tenants’ Forum Constitution
Attached as an appendix to the Housing Manager’s report was a copy of a revised
Tenants’ Forum Constitution for Members’ consideration and agreement. The
changes had been highlighted and reflected the decision of the Executive Committee
on 20th March, 2013 following the review by the Overview and Scrutiny Committee.
Tenant Participation Compact Working Party
It had been agreed the role of the Group should be to carry out a ‘scrutiny’ role.
Current arrangements for the Tenant Participation Compact Working Party were that
there was equal attendance of Councillors and tenant representation. The Working
Party met by agreement and as necessary.
By going forward, the Housing Manager suggested the following:Title: To reflect the change in its role it be retitled the Tenants’ Scrutiny Working
Party (TSWP).
Membership: To remain as per current arrangement.
Remit: To agree, in conjunction with the Tenants’ Forum an ‘Annual Plan’ to identify
service areas to be scrutinised. This will normally be two areas of service, but may
be more depending on service areas selected and resources required to complete.
Purpose: To scrutinise agreed identified service areas, to consider the current
arrangements for delivery and progress changes as thought appropriate in achieving
the ‘vision’ for the Housing Service.
Operation:

Council officers will be identified to assist the TSWP carry out the review
(normally the responsible manager).

Meetings will be chaired by a tenant representative in acknowledgement that the
process should be tenant-led.

Meetings will be agreed as necessary and on a meeting-by-meeting basis as
necessary to complete the particular review.

The outcome of the review will be agreed by the Tenants’ Forum and then
Housing Management Forum to agree or action as necessary.
RECOMMENDED:1.
That the contents of the report be noted;
2.
Agree amended Tenants’ Forum Constitution; and
3.
Agree amended Terms of Reference for the Tenant Participation Compact
Working Party and it be renamed Tenant Scrutiny Working Party.
9 – Housing Maintenance Investment Programme
The Housing Manager reported that the introduction of ‘Self-Financing’ had resulted
in the Housing Revenue Account (HRA) generating additional funding for investment
in the housing stock which would be on-going. The purpose of his report was to
agree in principle how these resources should be incorporated within existing plans.
The Housing Services Investment Programme was directed by the Asset
Management Strategy 2010-15, a copy of which was available in the Members’
Room and on the website.
The purpose of the Strategy was to set out the long-term approach to managing the
Council’s housing assets to ensure the present and future needs of the community
were met. This was achieved by:


Effective business planning: to assess the financial integrity of our plans;
Effective investment planning: to ensure investments deliver value for money;
and
Effective option appraisal: to assess management and delivery opportunities.
For Members’ information, the Housing Manager attached as an appendix the
previously agreed ‘Vision’ and ‘Aims’ of the Strategy.
The Strategy was backed up by a largely financial-based 30-year Business Plan
which was updated following the completion of stock condition surveys, consideration
of operational experiences, including complaints and tenants’ feedback via various
means.
Having regard to the above, the approach to delivery of investment in tenants’ homes
had been based on component replacements, the plans for which were agreed on an
annual basis when agreeing the Housing Revenue Account.
In setting the HRA budget for 2013/14 it was agreed a sum of £360,996 be included
in the Maintenance Budget and a further report to be provided to consider how this
could be utilised, in particular following review of the STAR survey results.
In considering the options for making best use of these resources, the Housing
Manager made various comment.
He also drew Members attention to the practicalities of delivering increased
investment and the capacity of the Maintenance Team to deliver it. To deliver
increased investment may require additional project support in some instances.
Proposals for Additional Investment
The Housing Manager suggested the following possible options:
Option 1: Invest the c.£360K to accelerate the agreed programme of component
replacement.
Option 2: Use a proportion of the c.£360K to accelerate the component programme
but also a proportion to carry out investment in areas of the service it had
not been practical to do so previously.
Should Option 2 be the preferred option, he suggested the resources be invested as
follows:Accelerate component replacement, kitchen,
bathroom, and rewire programme by:
(Currently agreed in 2013/14 Investment Profile:
£500K; £330K and £227,120 respectively)
£150K
Commence a programme of upgrading garages, I
would suggest on an area-by-area basis that would
be on-going. (No resources currently identified).
£75K
Increase resources for fencing
(Currently agreed in 2013/14 Investment Profile:
£25K)
£60K
Public realm investment, in particular communal door
security and access paths on estates
(Currently agreed in 2013/14 Investment Profile:
£20K)
£80K
The Housing Manager stated that should Option 2 be agreed, it may not be practical
for the Maintenance Team to deliver the schemes. He requested should it not be
possible to manage the schemes in their entirety in-house, Members note that
additional support would be commissioned on a scheme-by-scheme basis, the cost
of which would be met from the allocated costs for each project.
Secondly, on a practical level, the nature of estates of mixed ownership did add
difficulty to the delivery of fencing schemes. In the first instance, the Housing
Manager would look to target areas in which to upgrade fencing would have both a
benefit to the resident, but also the community and which had been subject to
planned improvements previously. When it was involving owner-occupiers, they
would be offered the opportunity to pay and have the fencing upgrade as part of the
larger scheme, but if they chose not to, their property would be omitted from the
scheme.
RECOMMENDED:(i)
That Option 2 be agreed as follows:Use a proportion of the c.£360K to accelerate to component programme
but also a proportion to carry out investment in areas of the service it has
not been practical to do so previously; and
(ii)
That the resources be invested as follows:Accelerate component replacement, kitchen, bathroom,
and rewire programme by:
£150K
Commence a programme of upgrading garages
£75K
Increase resources for fencing
£60K
Public realm investment, in particular communal door
security and access paths on estates
£80K
10 – Welfare Reform Action Plan
The purpose of the Housing Manager’s report was to update Members on the
delivery of the agreed Action Plan including details of engagement with tenants and
proposals for targeting resources as we move forward.
The Six-point Action Plan was considered at the Housing Management Forum on
14th June, 2012 and agreed by the Executive Committee on 20th June, 2012.
The Welfare Reform changes involved a number of changes to welfare benefits. For
the purpose of this report, the Housing Manager concentrated on those changes
which would have the most significant impact on the relationship between tenants
and the Council.
A summary of the implications of such changes were as follows:
Under-occupation (from April 2013)


Total number of tenants identified who were under-occupying
-
326
- Under-occupying by one bedroom (-14%)
-
249
- Under-occupying by two bedrooms (-25%)
-
77
All tenants had been contacted by letter, telephone or visited. Contact had still
not made contact with 21 tenants to date.
Benefit Cap (from introduction of Universal Credit)

7 tenants had now been identified by the DWP who would be affected by the
introduction of a benefits cap.
Disability Living Allowance to Personal Independence Payment (PIP) in progress

No issues had been raised with Housing to date.
Universal Credit

Awaiting confirmation of date for introduction.
Although it had been the Council’s intention to carry out a series of consultation
events, this had not been progressed. From experience so far, in contacting tenants
regarding under-occupation it was clear the majority of tenants were aware of the
Welfare Reform agenda and the likely effect on them. In consideration of the need to
make best use of resources, Members may be minded to this perhaps being
necessary in the future and have agreed to attend events organised by other
organisations to promote this issue and to ensure the newsletter included regular
updates and information.
The Housing Manager also reported that two additional officers had now been
recruited within the Income and Debt Recovery Team. This included an officer
funded through the arrangement to collect water rates and who would focus on a
range of support systems to assist tenants with financial inclusion matters and
household budgeting.
In addition, and following the approval of a revised Housing Income Policy on 3rd
March, 2011 new processes were being introduced to ensure officers were able to
invest time in assisting tenants as appropriately as possible to manage their
household finances. This had included the Business Support Team dealing with low
level arrears or residual arrears.
He reported that it was recognised one option for tenants who were under-occupying
was to move to a smaller property. To assist in this process, it was agreed to
introduce a Downsizing Incentive Scheme. A figure of £26K was agreed and the
option was being promoted. To date eleven applications had been received; five of
which had been agreed and six which were currently under consideration. The
Choice-Based Lettings Scheme had also been revised to assist tenants who wished
to move due to financial hardship.
Within the housing sector it was expected that rent arrears would increase and may
have an impact on business plans. The Council were looking to develop processes
to help manage the changes as referred to above.
Rent arrears always tended to go through cycles – increasing and decreasing
throughout the year. However, below was an example of a comparison with arrears
at year end compared to the same period last year for Members information:
Current Tenant Arrears
1st April, 2013
£203,623

2nd April, 2012
£181,230
% of Rent Due
2.12%
1.96%
With regard to tenants who were under-occupying, details were as follows:
Number of potential under-occupiers:

Not receiving housing benefit:
47

Tenants with no arrears:
48

Tenants not having made payment since 1 April 2013:
119

Tenants of who have made full or partial payment:
64%
326
Progressing our Services to Tenants
A number of measures had now been put in place to enable the service to offer
assistance and respond to tenants experiencing difficulty.
Such assistance would be based on ‘case work’ and resources had been increased
and processes changed to help increase the time available to develop this work.
In moving forward, it must be recognised the Housing Service must collect the rent
due, whilst assisting as far as was practical to those tenants experiencing difficulty.
There were many ‘personal challenges’ individual tenants were going to have to
adopt to move forward, and whilst the changes in rules on under-occupation were
significant, the introduction of Universal Credit would have to be prepared for as it
would signal the end of direct payments to landlords of a tenant’s housing costs.
This would increase the number of tenants in difficulty. Whilst the aim would be to
offer assistance to all tenants, the Housing Department would also look to target staff
resources to ensure they engage with those groups of tenants who were at greatest
risk of their tenancy failing. This would also include looking for ‘opportunities’ to
engage with tenants to mitigate the risks concerned, for instance, forming
relationships with new tenants through the new ‘tenancy visiting procedures’.
RECOMMENDED:1.
That the information contained in the report be noted; and
2.
Agree the approach of identifying tenants at greatest risk of tenancy failure due
to the reforms and amend procedures for new tenancy visits to take the
opportunity to mitigate risks of tenancy failure as far as is practical.
11 – 6-24 Middleton Avenue, Barrow – Vehicle Crossing
The Housing Manager reported that he had received a request from a resident to
construct a vehicle crossing over land owned by the Council. The Housing Manager
attached a plan showing the layout of properties as an appendix to his report.
The land between 6 -24 Middleton Avenue was a ‘green area’ between the frontage
of the properties, the pavement and road. The green area was in the ownership of
the Council.
The Housing Manager had advised the resident that he would not agree the request.
He did so on the basis that he made reference to parking commercial vehicles, loss
of green area, it would change the street scene of the area and there are no existing
crossings.
The resident did not accept the Housing Manager’s refusal and asked for it to be
reconsidered. He advised him that he would bring it to the attention of this Forum.
The Housing Manager suggested that it was understandable as to why the request
had been made. Many Council estates were constructed at a time when vehicle
ownership was not prevalent. The layout of estates and access roads had, over the
years, become more congested.
It was not uncommon for residents to apply for vehicle access to allow in-curtilage
parking. In most instances, such accesses involved ‘pavement’ crossings and were
dealt with by the Highways Authority, the County Council. Many properties in
Middleton Avenue did have such crossings. There was no doubt this helped ease
the congestion where it was possible. In view of the impact on the appearance of the
area and loss of green area, the Housing Manager had written to residents who
either faced the green area or whose properties adjoined it to obtain their views (19
in total).
12 responses were received.
In considering the responses, a resident had raised the question of providing
additional parking facilities for general use by residents. Whilst a reasonable
suggestion, the problem of congestion was common throughout Council estates and
it would make it impractical to respond in a way that would be replicated elsewhere.
Whilst recognising the benefit of enabling off-street parking, in this instance the
benefits would have to be considered alongside the loss of green area on the
avenue.
RECOMMENDED:- That the request to construct a vehicle crossing over the land be
refused due to the preservation of green areas.
12 – Housing Management Performance 2012/13
The Housing Manager submitted information relating to the Housing Management
End of Year Performance Information for 2012/13 and Best Value Performance
Indicators. The information is attached at Appendix A to these Minutes. He
provided a brief commentary to assist Members in their understanding of the key
trends.
The Customer Satisfaction section had been updated following the 2012 ‘STAR’
autumn survey.
The significant factor which may have adversely impacted on the performances this
year was the continuing performance problems with the repairs contractor.
Strengths

Current Arrears have risen at a slightly lower rate than last year when considered
as a percentage of the rent owed which is a good performance against the
general economic background.

Rent loss on garage and shop voids has reduced.

Former tenant arrears need to be considered together with the Write Offs which
again has decreased in terms of percentage from 1.82% to 1.79%. This is as a
result of taking their recovery in house and adopting new working practices.

Gas Safety, Decent Homes and SAP rating measures have all performed well
again this year and are better than target.

The figure for re-lets now excludes Dispersed as these properties are now used
exclusively for Homeless accommodation. The underlying figure is consistent
with previous years.

The number of voids has increased but this is primarily due the worsening
condition of void properties and a slowdown by the contractor in turning them
around at year end which meant we had double the number of empty properties
than at the previous year end. The adjusted Re-let times have improved from 37
days to 32.

Customer satisfaction measured through the ‘STAR’ survey is very positive and
show improvements on the last survey of 2008/09. 88% are satisfied with overall
service and 87% remain satisfied with the repairs service specifically.

The Homelessness Team have been very effective in doubling the number of
successful preventions so that the number of eligible homeless has not increased
despite a significant increase in presentations.
Weaknesses
The Responsive and Void repair performances were again down significantly on the
previous year which was attributed to Contractor management and their IT systems:

Average time to repair has risen from 12 days to 20

Overall % of repairs completed on time is down by almost 10%

Repair orders have decreased yet the average ratio of emergency/urgent repairs
(64% v 47%) to all Tenant Demand repairs has increased.
RECOMMENDED:1.
That Members agree to see through the current sanctions with the repair
contractor VINCI and closely monitor their performance; and
2.
Note the information outlined in the report.
13 – Planned Maintenance Programme 2012/13 – Year End Expenditure
The Housing Manager reported information relating to the Planned Maintenance
Programme for 2012/13 and the Year End Expenditure. The information is attached
at Appendix B to these Minutes.
RESOLVED:- To note the information.
REFERRED ITEMS
THE FOLLOWING MATTERS ARE REFERRED TO COUNCIL FOR DECISION
14 – Barrow and District Credit Union
The Housing Manager submitted a report requesting Members to consider offering an
opportunity to encourage new tenants to become members of the recently
established Barrow and District Credit Union (BDCU).
The BDCU was established and had been operating from premises in The Mall since
28th February, 2013.
The Council and Tenants’ Forum supported the development of a new Credit Union
as it was recognised as an important option to be available to residents who may not
engage with high street banks or have difficulty accessing loan facilities at an
affordable rate of interest.
The Council recognised the introduction of Welfare Reform would be challenging for
tenants and the Housing Service. A six-point plan was agreed by this Forum on 14th
June, 2012 in order to direct the resources of the Housing Service to assist tenants
as far as was practical to do so.
Action 2 involved working in partnership with organisations as appropriate to ensure
tenants had access to financial services, including ‘affordable credit’.
The Housing Manager suggested at the present time there was an opportunity to
progress this action point by encouraging all new tenants to become members of the
Credit Union by making a contribution towards their membership of the Credit Union
of £2 together with £3 to commence a savings plan. To then assist tenants who
engage with a savings plan to contribute a further £5 after saving for 10 weeks.
The BDCU were already operating a similar scheme funded by the County Council
and targeted at schools in the inner wards.
If the proposal was agreed, it would be appropriate to adopt a similar administrative
approach to establish the Housing Department’s scheme.
The opportunity to become a member would be shared with a new tenant at the time
of sign-up, with interested tenants being referred to the BDCU for further information
and to establish their membership.
Should the proposal be agreed, the Housing Manager suggested it be reviewed
during the budget process for 2014/15 and if it was of positive benefit to be
incorporated in the HRA budget.
At this time the Housing Manager was specifically suggesting that new tenants only
be targeted. This was based on the approach of targeting resources to assist as far
as was practical and a new tenant establishing a successful tenancy.
He suggested that Members may also, wish to consider:
1.
Making the option available to all tenants. (NB: The process would have to be
phased to ensure it was delivered appropriately based on the potential number
of applicants); and
2.
Defer making a decision until the outcome of the targeting of new tenants had
been established.
RECOMMENDED:1.
Agree that the Housing Service offer a contribution of £5 to all tenants to
become a member of BDCU.
2.
Subject to the tenant becoming a regular saver, after 10 weeks of membership
a further contribution of £5 be made.
The meeting closed at 2.35 p.m.